Ward 14, 2026

“By 2030, I want residents to see a Ward 14 that has grown without losing affordability, safety, or quality of life. Growth must come with the infrastructure to support it: better roads and transit, safer neighbourhoods, accessible recreation, responsible development, and stronger local services. Success should be visible in people's everyday lives—not simply in City reports. I am prepared to give up projects that are politically attractive but do not provide measurable value to residents. Every tax dollar involves a choice. My priority will be core services, infrastructure and responsible growth, while demanding greater accountability for spending. London can grow, but growth must improve the lives of the people who already call our city home.”

“I have learned through community involvement that leadership is rarely about getting everything you originally ask for. It is about listening, understanding why people disagree, and finding enough common ground to move forward. In one community matter, I worked with people who had different priorities and initially disagreed with the approach being proposed. Rather than trying to win the argument, I listened to their concerns, changed parts of the proposal and focused the discussion on the outcome we shared. I gave up elements that were important to me but were not essential to achieving the objective. That experience reinforced how I would approach Council: come prepared, respect different perspectives, build relationships and be willing to compromise on the method without compromising the public interest.”

“Healthcare is a good example. Residents may ask a councillor to provide more doctors, reduce hospital wait times or expand hospital capacity. I would tell them plainly that London City Council does not control Ontario's healthcare system; those decisions primarily rest with the provincial government and healthcare institutions. But saying, "That isn't municipal jurisdiction," should not end the conversation. A councillor can document local needs, bring stakeholders together, advocate directly with MPPs and provincial ministries, support appropriate municipal partnerships, and use Council's collective voice to push for action. Good representation means understanding the limits of municipal authority while still helping residents navigate government. I will not promise powers Council does not have, but I will use the influence and relationships of the office to advocate for London.”

“I want to be known for responsible growth and affordability. London needs housing, employment, infrastructure and investment, and I do not believe stopping growth is the answer. The tension is that growth has real costs. New development can put pressure on roads, transit, emergency services, neighbourhoods and municipal finances. The strongest argument against moving too quickly on growth is that existing taxpayers can end up paying for infrastructure needed to accommodate it. I take that concern seriously. My position is therefore not growth at any cost; it is growth that pays appropriate attention to infrastructure, complete communities and long-term financial sustainability. Council must also be willing to say no when a proposal does not serve the broader public interest. Good planning means balancing today's neighbourhoods with the needs of London's future residents.”

“Before deciding to run for Council, I believed community service had to mean more than appearing during an election. Through my involvement in London, I have worked directly with residents and community members, listened to their concerns, helped connect people with resources and supported community initiatives where I could contribute. That experience taught me that effective representation begins with accessibility: returning calls, listening carefully and following through.”